The Decision to Trust: How Leaders Create High-Trust Organizations How Leaders Create High-Trust Organizations

A proven model to create high-performing, high-trust organizations

Globally, there has been a decline in trust over the past few decades, and only a third of Americans believe they can trust the government, big business, and large institutions. In The Decision to Trust, Robert Hurley explains how this new culture of cynicism and distrust creates many problems, and why it is almost impossible to manage an organization well if its people do not trust one another. High-performing, world-class companies are almost always high-trust environments. Without this elusive, important ingredient, companies cannot attract or retain top talent.

In this book, Hurley reveals a new model to measure and repair trust with colleagues managers and employees.
* Outlines a proven Decision to Trust Model (DTM) of ten factors that establish whether or not one party will trust the other
* Filled with original examples from Daimler, PriceWaterhouse Coopers, Goldman Sachs, Microsoft, QuikTrip, General Electric, Procter and Gamble, AzKoNobel, Johnson and Johnson, Whole Foods, and Zappos
* Reveals how leaders in Asia, Europe, and North America have used the DTM to build high-trust organizations

Covering trust building in teams, across functions, within organizations and across national cultures, The Decision to Trust shows how any organization can improve trust and the bottom line.

Over the past four decades there has been an unprecedented decline in trust in this country. Today, only a third of Americans believe they can trust the government, big business and large institutions. Few people trust the people they work for and relatively few trust their fellow citizens. The epidemic of distrust is also a global phenomenon: data from the wealthier countries shows a similar decline in how people trust one anotherand especially in how much trust they have in their managers and in the organizations they work for. In THE DECISION TO TRUST, Robert Hurley argues that if we allow trust to erode, we stand to lose much of what makes our cultureand our companiesgreat. He explains how this new culture of cynicism and distrust creates many problems, not the least of which is that it is almost impossible to manage an organization well if the people in it do not trust one another. High performing, world-class companies are almost always high-trust environmentsand trust is a key ingredient in their success. Without this elusive and important ingredient, companies cannot attract top talentor, if they do, the best workers will not stay for very long. Over the past two decades, Hurley has been systematically studying trust from a psychological and a business perspective. In this book, Hurley reveals a new model to measure trust and to repair it, in relationships with colleagues, managers and employees. The model is based on ten factors that establish whether or not one party will trust the other: Risk Tolerance Adjustment Power Situational Security Similarities Interests Benevolent Concern Capability Predictability/Integrity Communication Using detailed case studiesfrom PriceWaterhouse Coopers to Goldman Sachs, Arthur Andersen and ZapposHurley shows how an organization can change its entire culture from one of suspicion to one of trust and inclusionand dramatically improve the bottom line. He shows business leaders, policy-makers, managers, and engaged citizens how they can use his model to create high-trust organizations, and leverage that trust to attract new talent as well as energize and nurture the creativity and excellence already within their own organization.

A proven model to create high-performing, high-trust organizations Globally, there has been a decline in trust over the past few decades, and only a third of Americans believe they can trust the government, big business, and large institutions. In The Decision to Trust, Robert Hurley explains how this new culture of cynicism and distrust creates many problems, and why it is almost impossible to manage an organization well if its people do not trust one another. High-performing, world-class companies are almost always high-trust environments. Without this elusive, important ingredient, companies cannot attract or retain top talent. In this book, Hurley reveals a new model to measure and repair trust with colleagues managers and employees. Outlines a proven Decision to Trust Model (DTM) of ten factors that establish whether or not one party will trust the other Filled with original examples from Daimler, PriceWaterhouse Coopers, Goldman Sachs, Microsoft, QuikTrip, General Electric, Procter and Gamble, AzKoNobel, Johnson and Johnson, Whole Foods, and Zappos Reveals how leaders in Asia, Europe, and North America have used the DTM to build high-trust organizations Covering trust building in teams, across functions, within organizations and across national cultures, The Decision to Trust shows how any organization can improve trust and the bottom line.